Problems In Accounting Management In Enterprises

　 問題1：“摸著石頭過河”

"Crossing the river by feeling the stones" is a famous saying of China's reform and opening up. It is also a big problem in the management of Chinese enterprises at present.

Since reform and opening up, we often say this sentence, go where to go, love who is who.

Enterprises win, they earn, and lose is "pay tuition" - our business is poor, but tuition fees are not paid.

In the early days of reform and opening up, Chinese enterprises had not yet understood the law of market economy because they had just opened their doors.

But today, reform and opening up has been more than 20 years ago, and China has joined the WTO. If your company is still crossing the river by feeling the stones, it is probably the next policy. The result is only four words: the worst! So, in twenty-first Century, our enterprises can no longer feel the way across the river. But if we don't cross the river by feeling the stones, how should we cross the river?

　　問題2：“西部牛仔”現象

Our Chinese entrepreneurs often become "cowboys" in the West. They wake up every morning and run around in the vast shopping malls.

Suddenly, a tiger came to the front. What should I do? The manager immediately pulled out the "long gun" in the waist. He aimed at the tiger and shot it down.

But the problem is always endless. Suddenly, there is a group of "hyenas" (more problems): the industry and Commerce Bureau has examined the annual inspection, the tax bureau has collected taxes, the bank has been pushing the loan, the quality of the products has gone wrong, the employees have resigned, the customers have refunded, and the competitors have acted again.

At this point, the manager thought it would be too late to pull the gun.

What can I do? I can only carry out "Bao Dao" (urgent strategy), and then cut down on these problems. From dawn to Ming, I have been killed in the sunset and dragged my exhausted body back home from work.

Many entrepreneurs in China are using their lives to change money before they are 40 years old. After 40 years old, they use money to buy their lives again. This is a phenomenon that deserves people's vigilance today.

Many professional managers' physical and mental health has been on the edge of collapse, and some very outstanding private entrepreneurs, who died at the age of more than 30, were exhausted and exhausted, leaving the company with endless bustle and eternal regret.

　　問題3：“有效溝通”不暢

Chinese enterprises communicate more smoothly when they have more than seven or eight guns, but as the company grows and grows, hundreds of people, thousands of people and even tens of thousands of people become more prone to communication problems.

Over the years, many enterprises in China often adopt a one-way and vertical communication mode, that is, from top to bottom, they pmit information one to one level, and lack of loops.

In most cases, the communication of enterprises is mostly achieved through the orders of bosses, the documents and reports of enterprises.

However, this one-way communication is very risky, because in the process of one-way communication, information tends to be quickly attenuated and distorted.

This one-way communication mode must change to a two-way 360 degree communication mode.

Case: the general manager of the company thinks that the communication between his company is no problem.

Why? Because he has a general manager's mailbox, and employees can complain to the mailbox if they have opinions.

But what does the middle manager of the enterprise think of this letter box? They say, "we can't do it. Now we don't dare to control it. We are strict with it. Someone is going to mail the letter to the mailbox. The general manager will come to repair us.

Q: "are these letters signed or anonymous?" replied, "who signed the name, it is all anonymous letters!" is the communication of the enterprise, whether a general manager mailbox can solve it? Of course, it is not so simple.

　　問題4：“有效授權”困難

There are two prerequisites for Chinese type of authorization: first, I must know you; second, I must trust you.

Only those two prerequisites can be authorized.

But I have to recognize you in these two premises. It's very easy for me to believe that you can't handle it. In those days, my father could not believe how I believed you, so I gave power to you, and then I didn't see it right: "you're too fucking asshole!"

This has formed the "Chinese style" authorization with Chinese characteristics.

Therefore, under the Chinese mode of authorization, no one can be authorized. The result is that the boss of a business must be a person, but his hair is grey and neurasthenia.

The scale of world-class enterprises is much larger than ours, but it fundamentally solves the problem of authorization.

The two prerequisites for western enterprise licensing are: first, I don't need to know you; second, I don't have to trust you.

For example, when you go to any McDonald's fast-food restaurant to work for many years, you may not know who is the owner of McDonald's. He doesn't know you either. But if you enter the management system of McDonald's and meet the requirements of McDonald's, you will be authorized by McDonald's system.

　　問題5：“人治”與“法治”分不清

We often hear the general manager of a company say, "this year, people are very bad."

Why? The company has made many rules and regulations, but the result is "there are policies and Countermeasures", and good systems are always unable to be implemented.

Where is the reason? It is that many of our companies are running in the vicious circle of "rule by man" and "man fighting people", and rely on personal actions to maintain the survival of enterprises. There is no real rule of law system to manage our enterprises.

We often hear some business owners say: we are now "rule of law", the reason is that the company has made many rules and regulations, and also removed their relatives and friends from the company.

But the rule of law is not so simple.

If the operator has a strong idea of "rule by man", it is impossible for an enterprise to walk on the road of "rule of law" easily.

In addition, Chinese enterprises are often inseparable from their management rights and ownership. Under the mode of two power separation, it is difficult for enterprises to achieve real rule of law management.

In the process of investment cooperation between Chinese enterprises and foreign enterprises, the most convenient thing is the right to manage.

The traditional concept of Chinese enterprises is: "I invest, of course I have to manage!" a party with a 51% stake can, of course, be dispatched to the general manager and chief financial officer. Only one party with a 49% stake can send a deputy general manager and an accountant cashier.

Therefore, the whole new venture established by the joint venture is often pieced together, lacking the organic and normative nature of the system.

Some people have done statistics. Over the past 20 years since reform and opening up, all Sino foreign joint ventures and cooperation have been carried out.

If there is a lack of standardized system management, it is often a dead end.

Question 6: management method "Eight Immortals crossing the sea"

In many of our enterprises, the company does not lack the management system and norms, but it is the "Eight Immortals crossing the sea", and there is no unified management mode and management system.

What we often see is that different departments of the same company have completely different styles of management mode. Different forms of bonus distribution mechanism exist at different angles, and there are different management effects.

For example, a company has a system: the bonus is allocated to departments and workshops, and it is allocated by departments and workshops.

This is a good method. What's the result? A department head himself took 90% of the bonus.

The B department director assigned all the bonuses to the staff.

Who is the better of the two supervisors? Because the head of the A department is an old cadre who can control his department, so he dares to dominate the company and fill his pockets. The director of the B department is a young lady who has just been in office and has no ability to control her department. She can only distribute all the bonuses to the staff.

The management mode and management system of excellent pnational corporations are unified. They will not be different because of different departments, but will not be changed in new enterprises because of expansion, joint venture, cooperation and merger.

　　問題7：以“我”為本

In many of our Chinese enterprises, the culture of bosses is corporate culture.

The general manager has established absolute authority and has become the "king of mountains" of enterprises. His words and deeds can have a direct impact on the management mode of an enterprise.

Under such circumstances, enterprises at all levels of management are often followed by layers, copying from top to bottom, becoming a lot of "Mountain Kings".

The top is the "big mountain carvings" - the top management of the enterprise.

"Middle mountain carvings" - the middle level manager, the bottom is the "small seat mountain carving" - the grass-roots managers.

We often see: the boss always called the deputy chief, "how did this happen? Did you not have a long head?" the deputy general called the Department Manager to scold him: "what's going on, let me get scolded?" you fool! "The manager called the director to scold:" you idiot! "The director then scolded the chief of the section:" you bastard! "The chief officer was too small to go home to scold his wife and children.

　　問題8：無章可依，有章可循

Many enterprises make the system arbitrary, the enforcement system is hierarchical, and the reward and punishment system is of course unfair.

Many companies have a bulletin board, which is often used as a bulletin board.

A new system is introduced today: a fine of 5 yuan from work today and a system on the second day: no more than three toilets a day; from now on, meals can not be eaten in the company;

The system appears haphazardly on the bulletin board.

What is the relevance of these "announcements"? Do they conflict with previous related policies? Who will monitor? How to execute? How rewards and punishments? No one knows about them. And these rules and regulations that are changing at will and arbitrarily made will go away like a gust of wind and soon forgotten.

　　問題9：“四無企業”

"Four no enterprise" is a common phenomenon in many of our enterprises.

They are not unlicensed, no office locations, but have no clear working objectives, no clear working procedures, no clear working standards, and no definite work plan.

What is the work objective of the enterprise? What is the working procedure? What is the standard that should be achieved in the work? How is this standard formulated? Many enterprises are not clear about it.

In every job, do you have any work plan? How should we define the work plan? We do not understand and manage our own work plan at all levels of management and staff at all levels.

Because we are always used to waiting for our superiors to do our tasks and make plans.

What is more serious is that the middle managers of some enterprises have worked for several years or even more than ten years, but never write their own work plans and work summaries.

　 問題10：“舒適區”問題

Everyone will have a comfortable area suitable for himself. In this area, he will feel very comfortable and relaxed, but once he gets out of the area, he will feel uncomfortable.

For example, shoes that are just bought are very tight and will start to feel comfortable in two weeks.

Compared with the tense working environment, leisure and family space is our "comfort zone".

However, whether you or your company set new goals, when you are going to achieve this goal, you must leave the comfort zone, and you can't achieve the new goal without leaving the comfort zone.

If you leave the comfort zone, you will feel uncomfortable, but if you leave the comfort zone and achieve the new goal, there will be a very crucial change. Your comfort zone has been expanded. If the enterprise does not want to leave the comfort zone, after a while, your comfort zone will be eaten by someone else and eaten up. Finally, the enterprise will be in danger of bankruptcy.

Enterprises and individuals will have a habit of inertia.

But enterprises unwilling to change or unwilling to leave the comfort zone will not have a future, and the result will be very scary.

In recent years, some of our Chinese enterprises have grasped the market opportunities and made some progress, so they feel that they are very good, and there is no problem in the management of enterprises.

Under the disguise of this "comfort zone", many problems of enterprises are not exposed in time, and of course, they will not be dealt with in a timely manner.

But over time, once the problem breaks out, enterprises are too late to fundamentally solve these problems, so some enterprises are going to die.

There is a saying in China: "people have no worries, there must be worries." enterprises must know what their foresight is and what they are close to. Only when we find their comfort zone in time and get out of this "comfortable area" can we gain greater development.

　　問題11：總是忽略設計與學習，忽略過程與工具

In the four problems of management design, management learning, management implementation, and management effectiveness, many Chinese enterprises always ignore design and learning. In the face of the new management system, our enterprises are always eager to implement, eager to see the effectiveness of management, but rarely care about the recognition of the whole enterprise's management system.

Over the past 20 years since China's reform and opening up, many of our enterprises do not know how many so-called advanced management concepts and systems have been imported, but the result is very little. The reason is that enterprises have not taken seriously the design and learning of management.

Eager to implement and eager to achieve results, haste makes waste. This is a common problem for many of our enterprises.

Many enterprises often neglect processes and tools in finding out problems, finding ways, designing and solving problems, and using tools in four links.

We always see the problem, immediately want to solve it, but do not pay attention to the design of the process to solve this problem, as well as solutions and tools.

We Chinese enterprises have a few well-known saying: "you work, I feel relieved!" "no matter black cat, white cat, catching mice is a good cat", and even many enterprises use them to prove and measure their outstanding managers, and think that good managers should only focus on the results and not pay attention to the process.

But what is the process of doing business? How do we catch rats? Many of our enterprises do not care about the design of management processes and tools.

This is also the root cause of confusion and confusion among managers in social reality between social ethics and business objectives.

　　問題12：企業危機重重

At present, the current situation of Chinese enterprise management is: every enterprise has its own management - every family has; every enterprise has formulated various rules and regulations, and more and more, more and more thin - overwhelming; the remuneration of employees is increasing every year, the labor cost of enterprises is also increasing year by year - higher and higher; every enterprise is recruiting talents in various ways, and continuously improving the level of human resources management - everyone pays attention to it.